- Posted by Okechukwu Anosike on August 27, 2009
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•Clear Remit. Over and over again, project managers/leaders delve into an project without nailing down the objectives, aim, resources, client responsibilities, and deadlines. This often help keep the project on track and cut of one of project managements greatest killers which is changing the goal post.
•Communication. Oh, sure, we pay lip service to this. But, when you read the typical project documents, you find they have a lot of words but don't convey enough information. This is a problem that faces a lot of project reports(evaluation reports, draft or final reports) and should be carefully avoided.
•Delegating. Don't wait for everything to be perfect before giving tasks to key people. Simply throwing them into a situation with the attitude that you have all the answers doesn't work. Delegate some things to key players so more than one mind is at work.
•Team Ability. This means understanding who the players are their needs, strengths, weaknesses, desires, and other aspects. Too often, project managers just assign bodies and depend on a "star" or two to carry the day. I have found outdoor team building helps players open up in an informal way which opens up the window to everyone’s ability
•Organization and management of information. Project history has shown over time that project managers don't do this function well. The reason is a lack of training in how. This is a quality that differs from person to person and often is learnt after a couple of projects below ones belt. But the principles is in planning, scheduling, managing budgets(forecast and spent) and interim assessments(risk assessments).
•WBS for planning and execution. Your Work Breakdown Structure is far more than a project document. Used properly, it allows you to save enormous amounts of time and to make correct decisions on players, scheduling, and supplying--among other things.
•Team responsibilities. People do better work when they own it. Each member of your team needs to feel important and to be held accountable for something. This helps bring a personal commitment and drive towards a successful project execution
•Proper Budget Evaluation. Before a project is started the Project owner and project board should disclose the budget for the project. The project leader/manager should then run an evaluation against quotations and lead times to make sure that the project can be brought in within the given corridors.
•Involving all Stakeholders. By explaining to the client who is a stakeholder in the project what they can do to help you meet objectives, deadlines, cost-control, and quality standards, you can come out way ahead. Clients have a vested interest in your success. This is why stakeholders meetings with updates are encouraged. Here this meetings also act as a project evaluation where all parties and the project manager and team know if they are still on the same page with the project remit
•Project Evaluations/ Milestones. This helps keep the project on course. This looks at the budget, the achievements of the remit and timescales with regards to paybacks and break even values. A project closure can be activated if these parameters are not within the project corridor which is set by the Project owner, project board project manager and the client(internal or external).
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Category: Process Engineering, Project Engineering
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